This action might not be possible to undo. Are you sure you want to continue?
Read this two dialogs:
Scene 1 Manager: Excellent! So everything’s in perfect condition. Secretary: The report is from our plant supervisor. Manager: Business report, perfect report!
Worker 1: Why has production stopped? Worker 2: What will happen to us? Worker 3: Why hasn’t the Manager responded to our needs? How long will we wait? Eternity? Worker 4: How can this plant
Chaos Beneath Order
Is there a possibility for the scenario to be true? What problems could have occurred considering the written report submitted and the actual conditions of the work place? How important is communication in a work place? Would you consider communication as the culprit of “chaos beneath order” in the work place cited?
What is Communication?
A process by which information is exchanged and understood by two or more people, usually with the intent to motivate or influence behavior. Management communication is a two-way street that includes listening and other forms of feedback.
What is Effective Communication?
When two people interact, they put themselves into each other’s shoes, try to perceive the world as the other person perceives it, try to predict how the other will respond. Interaction involves reciprocal role-taking, the mutual employment of empathetic skills. The goal of interaction is the merger of self and other, a complete ability to anticipate, predict, and behave in accordance with the joint needs of self and other. It is the desire to share understanding that motivates executives to visit employees on the shop floor or eat breakfast with them. The things managers learn from direct communication with employees shape their understanding of the (Richard Draft, 1997) corporation.
Communication and the Manager’s Job
Managers: 80% of working day is spent on direct communication with others; 20% is spent on doing desk work. Communication permeates every management function. When managers lead, they communicate with subordinates to motivate them. When managers organize, they gather info about the state of the organization and communicate a new structure to others.
COMMUNICATION AND THE MANAGER’S JOB
External Information Internal Information
Manager as Monitor •Information processor •communicator
Manager as Disseminator •Distributes information to subordinates
Manager as Spokesperson
•Distributes information to people outside the organization The Manager as Information Nerve Center
Two Levels of Barriers in Communication
Barriers at the Individual Level
Physical distraction Emotional interference Poor listening Cultural difference Differences in perception and language
Organizational Barriers Organizational barriers pertain to factors for the organization as a whole. First is the problem of status and power differences. Low-power people may be reluctant to pass bad news up the hierarchy, thus giving the wrong impression to upper levels. High-power people may not pay attention or may feel that lowstatus people have little to contribute.
Second, differences across departments in terms of needs and goals interfere with communications. Each department perceives problems in its own terms. The production dept is concerned with production efficiency and may not fully understand the marketing department’s need to get the product to the customer in a hurry. Third, the communication flow may not fit the team’s or organization’s task. If a centralized communication structure is used for non-routine tasks, there will not be enough information circulated to solve problems. The organization, dept, or team is most efficient when the amount of communication flowing among employees fits the task.
Fourth, the absence of formal channels reduces communication effectiveness. Organizations must provide adequate upward, downward, and horizontal communication in the form of employee surveys, open-door policies, newsletters, memos, task forces, and liaison personnel. Without these formal channels, the organization cannot communicate as a whole.
How to Overcome Communication Barriers
Climate of trust between the lowpower people and high power people of an organization. Development and use of formal channels Changing organizational group structure to fit communicatin needs. Encouragement of multiple channels, formal and informal.
Lesson next meeting:
Linguistic competence vs. discourse competence